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The Influence of Dimensions of Organisational Culture on The con d E om n ic a s s Mugunzva, Bus Eco J 2016, 7:2 J s o e u n r i Business and Economics n s DOI: 10.4172/2151-6219.1000215 a u l B ISSN: 2151-6219 Journal Research Article Open Access The Influence of Dimensions of Organisational Culture on the Management of Heritage Sites as Tourism Products in Zimbabwe Mugunzva E* The School of Business and Economics Atlantic International University Honolulu, Hawaii, USA Abstract This study focused on the influence of culture on the management of heritage sites in Zimbabwe. The research was motivated by the fact that there was ineffective alignment and integration of heritage and cultural resources into mainstream tourism. The value and impact of heritage tourism has not been fully realised, particularly the economic potential of heritage and cultural tourism products. Therefore, using a qualitative research methodology this study sought to explore the extent to which culture affects performance in NMMZ’s effort to transform heritage sites into vibrant tourism products. The objectives of the research were to examine Zimbabwe’s heritage, its meaning and relevance in tourism and to explore the potential of heritage sites in Zimbabwe as ‘world class’ tourist destinations. The other objectives were to examine the influence of ownership and profit orientation on services provided at heritage sites in Zimbabwe and to assess the influence of profit orientation on marketing of heritage sites as tourism products. The study also sought to review the management of heritage sites in other countries and draw lessons for Zimbabwe, to examine the gaps in the management of heritage sites in Zimbabwe and to propose strategies for packaging heritage sites in Zimbabwe as tourism products. This study showed that NMMZ is facing challenges in the marketing of heritage sites. There is also the issue of financial inadequacy as the SOE is failing to provide the required services at the sites. The research recommended that there is need to change the organisational culture, the NMMZ should embrace the diversity and corporate governance to improve the services. The paper also recommended the need to improve marketing strategies; the NMMZ should establish a marketing department. Private Public Partnerships and strategic alliances are crucial and these are the financing mechanisms that can be adopted to address problems of inadequate resources. Keywords: Heritage resources culture; Zimbabwe; Tourism The Problem and Its Context List of Acronyms: AFRICOM: Africa Council of Museums; AIDS: Introduction Acquired Immuno Deficiency Syndrome; BBC: British Broadcasting In Africa, and probably the world over, cultural and natural Corporation; BOT: Build, Operate and Transfer; CI: Cultural heritage resources have primarily been conserved and packaged as a Imagination; CNN: Cable News Network; DFBOT: Design, Finance, tourist product for their tangible values, those values that could easily Build, Operate And Transfer; DFO: Design, Finance and Operate; DT: be captured on camera and described on the tourism market. Often, Design and Transfer; GDP: Gross Domestic Product; GPOBA: Global this is done without consideration for the intangible values attached to Partnership for Output Based Aid; GZ: Great Zimbabwe; HIV: Human such resources by the native communities that have lived side by side Immuno Virus; ICCROM: International Centre for the Study of the with them and have preserved them for many centuries [1]. However, Preservation and Restoration of Cultural Property; ICTs: Information the performance of heritage sites as tourism products is dependent Communication Technology; KHICC: Korea Heavy Industries and on effective management by the responsible state owned enterprises Construction Corporation; KT&G: Korea Tobacco and Ginseng (SOEs). The National Museums and Monuments of Zimbabwe Corporation; KT: Korea Telecom; MRDC: Masvingo Rural District (NMMZ) is the SOE that is responsible for the management of heritage Council; MRDPPCH: Ministry of Rural Development, Preservation sites in Zimbabwe. and Promotion of Cultural Heritage; NGOs: Non Governmental The NMMZ is Zimbabwe’s premier heritage organization Organizations; NMMZ: National Museums and Monuments of established under an Act of Parliament; The National Museums and Zimbabwe; OB: Organisational Behaviour; POSCO: Pohang Iron and Monuments Act [Chapter 25:11]. NMMZ is a parastatal funded through Steel Corporation; PPPs: Private Public Partnerships; PSIP: Public grant by the central government and falling under the Ministry of Sector Investment Programme; RBM: Results Based Management; RBZ: Rural Development, Preservation and Promotion of Cultural Heritage. Reserve Bank of Zimbabwe; SA: South Africa; SADC: Southern Africa The NMMZ intends to fulfil its national and international roles by Development Corporation; SAPs: Structural Adjustment Programmes; SOEs: State Owned Enterprises; SWOT: Strengths, Weaknesses, Opportunities and Threats; TQM: Total Quality Management; TTLs: *Corresponding author: Mugunzva E, The School of Business and Economics, Atlantic International University, Honolulu, Hawaii, USA, Tel: 18009930066; E-mail: Tribal Trust Lands; U.S: United States; UN: United Nations; UNDP: [email protected] United Nations Development Programme; UNSCO: United Nations Received March 24, 2016; Accepted June 03, 2016; Published June 13, 2016 Education Scientific and Cultural Organisation; UNWTO: United Citation: Mugunzva E (2016) The Influence of Dimensions of Organisational Nations World Trade Organisation; WTO: World Trade Organisation; Culture on the Management of Heritage Sites as Tourism Products in Zimbabwe. ZIM-ASSET: Zimbabwe Agenda for Socio-economic Transformation; Bus Eco J 7: 215. doi:10.4172/2151-6219.1000215 ZIMSTATS: Zimbabwe Statistical Agency; ZITF: Zimbabwe Copyright: © 2016 Mugunzva E. This is an open-access article distributed under International Trade Fare; ZNA: Zimbabwe National Army; ZTA: the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and Zimbabwe Tourism Authority source are credited. Bus Eco J ISSN: 2151-6219 BEJ, an open access journal Volume 7 • Issue 2 • 1000215 Citation: Mugunzva E (2016) The Influence of Dimensions of Organisational Culture on the Management of Heritage Sites as Tourism Products in Zimbabwe. Bus Eco J 7: 215. doi:10.4172/2151-6219.1000215 Page 2 of 45 working in partnership with public, private and non-governmental Woetzel [6] and Schlettwein [7] seem to show that despite the injection sectors. These partnerships strengthen the organization and ensure of financial resources in SOEs, the institutions were not efficient and more efficient and effective delivery of services. effective as indicated by low output growth and low contributions to government revenue. The funding of the NMMZ is principally in the form of Recurrent and Capital Public Sector Investment Programme (PSIP). The Burman and Evans believe that the lack of effectiveness in organisation generates its own resources principally from the entrance performance in the SOEs is rooted in the ‘culture’ in these government fees to sites and Museums. Further resources are generated through owned and controlled organisations. Islam and Michael [8] support this the sale of publications, consultancy fees, filming, accommodation and view and argue that SOEs have been regarded as organisations which auditorium hire and investments. Donors also fund special projects, belong to nobody, with no defined structures and responsibilities and which make contribute significantly towards the achievement of the which did not recognize the importance of effective performance. national objectives. The donors include The Government of France, Ms Schein [9] defines organisational culture as a pattern of shared Zimbabwe, The Belt Trust, New Zealand Aid and the Government of basic assumptions, values and beliefs that help individuals understand Germany, NMMZ is open to strategic alliances. organisational functioning and thus provide them with norms for However, it seems as if Zimbabwe has limitations in terms of behaviours in the organisation. Ravasi and Schultz [10] also state that packaging heritage sites as tourism products and one could put the organizational culture is a set of shared mental assumptions that guide blame on the institution that is responsible for managing the sites. interpretation and action in organizations by defining appropriate Additionally, effective performance has been a thorn in the flesh for behaviour for various situations. many countries around the world and organisational culture seems to This study focused on NMMZ, a SOE believed to be be derailing sound performance and customer satisfaction in the SOEs underperforming, with inadequacies in performance and a heavy [2]. Burman and Evans believed that lack of effectiveness in the SOEs dependence on the fiscus. Along similar lines, Nyoni [5] described the could be inherent in their organisational culture. This study aims to SOEs as the missing link in the country’s economic turnaround as they explore the extent to which organisational cultural factors like time have become perennial loss makers. Many parastatals have continued orientation, profit orientation, and ownership orientation influences to impose a significant burden on the fiscus, a position which has performance of NMMZ, whose theme is to “built heritage promoting undermined the quick turnaround of the economy [11]. According cultural
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